Transcript 2012 SHS Marketing Plan

SPRINGHILL SUITES
2012 MARKETING PLAN
December 16th, 2011
2012 SPRINGHILL
POSITIONING
CORE IDEA
CORE MESSAGE
TARGET
DISTRIBUTION
BUDGET
 Upper moderate all-suite style brand projected to reach 300 hotels by y/e 2012
 #1 in Guest Satisfaction in Marriott Portfolio (full year 2010)
 New and renovated product performing well (+14.4% RevPar compared to portfolio).
 Weekend Market Share leads MI select and full service brands.
 Marriott distribution channels contributing strong 61% of business.
Space, Style, Value. Only SpringHill Suites delivers the space, and the stylish, inspiring spaces
that enrich our guests’ travel.
NORTH AMERICA
OVERVIEW
Providing spaces to enjoy and simply renew
“Style and Space. Beautifully Priced”
“Stylish Suite-Seeker” - Target guest is FBT looking for a hotel with great style at less than
full service prices, and believes that space, style and ambiance are very important. They
currently find business travel both stressful and uninspired, often losing their sense of self and
sense of style in the “sea of sameness” that represents the upper moderate tier business
hotel category. These guests are looking for a hotel to be an antidote to the stress of business
travel, so they leave better, calmer, and more enriched than when they arrived.
North America:
North America:
Total
285
$8.5M (TBD)
$8.5M (TBD)
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2012 SPRINGHILL
CORE MESSAGE
TARGET
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Limited marketing budget challenges us to be extremely efficient and targeted with every dollar.
New and renovated product performing well with financial and GSS premiums.
A greater mix of BT business is needed to achieve financial goals.
Brand awareness is relatively low and must be grown.
Competition is supported by strong portfolios and newer product.
Repositioning of the brand key to success with only 25% of portfolio currently on strategy.
“Style and Space. Beautifully Priced”
Key Proof Points:
 Spacious Suite - Separate spaces to sleep, work and relax allowing guests to stretch out and unwind, or work
the way they want to work
 Stylish Aesthetic – Style and design allow guests to feel calm, leaving more refreshed than when they
arrived.
Primary: “Stylish Suite-Seeker” – FBT looking for a hotel with great style at less than full service prices, and
believes that design, style and ambiance are very important.
Demographics
Sex:
84% male
Mean HH income: $129K
Mean age:
44 years old
BT trips:
26 trips / year
Psychographics
 Aesthetics and style are important to them in creating an interesting and
calming experience.
 They describe success in terms of family, friends, good health.
 Work ends when they arrive at hotel; look to relax and renew.
Secondary Targets: BT: Small Business; PT: Weekend Group Business, Selective Driving Boomer Couples
KEY COMPETITORS
Hyatt Place: Competes in same upper moderate lifestyle space and delivers newer product with a portfolio that is
100% on strategy.
HGI: Strong portfolio brand with new product.
Aloft: Delivering an innovative and “hip” style and design that competes with SHS. However, small distribution
and a questionable financial model could limit growth.
Hampton Inn and Suites: Huge distribution and a product that that UM consumers like.
Holiday Inn: Aggressive pruning, renovation and new positioning have strengthened the brand, allowing them to
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get back into UM tier consideration set.
NORTH AMERICA
KEY DRIVERS
MACRO BUSINESS OBJECTIVE:
OBJECTIVES
Increase BT share and mix.
STRATEGIES
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Increase consideration of the
SHS leisure value
proposition, particularly
among couples.
Increase brand competitive
advantage by activating
programs and marketing
tools at field and property
level.
2012 SPRINGHILL
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METRICS
Continue to leverage successful marketing
strategy targeting the on-the go FBT through
high-impact advertising .
Leverage small business programs including
Amex OPEN and CFRST small business to drive
consideration in the sub-segment.
Expand social programs to deepen engagement
with current loyalists and potential new
customers. Evolve initiatives proving to be
“game changers” for the brand (The
Connection, ArtNight, etc).
Create innovative PR strategies to drive
awareness of brand proposition.
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Maximize participation in cross-brand leisure
programs, including amateur sports and
weddings, to grow weekend group business.
Merchandise brand in targeted channels to drive
PT consideration and bookings (paid search,
travel sites, etc).
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Provide field with comprehensive set of tools to
pull-through national marketing and PR
initiatives (ArtNight, Market Share tools, etc).
Fully leverage communication channels (Air Kit,
PR Kit, BrandWorks) to achieve unprecedented
levels of on-property marketing activation.
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Statistically significant lifts in
core messaging and key
perception metrics through inmarket research.
Reach and loyalty measures
through social media channels.
Share and revenue goals for
specific programs.
Media exposure for PR
activities.
Increased consideration of
SHS leisure brand proposition.
Incremental room nights and
revenue.
Paid search revenue.
W/E market share index.
Number and success of pullthrough programs.
Usage of marketing tools and
assets by field.
Metrics directly related to
national programs at property 4
level (Art Night, etc).
NORTH AMERICA
Increase BT mix to drive RevPar Index.
2012 SPRINGHILL
Digital Media
 Video
 Online
 Mobile
 Paid Search
Ecommerce
 Mobile
 HWS
 M.com
Public Relations
Marriott Rewards
PROGARM/ACTIVITY
 Continue to leverage successful strategy targeting
the “on-the go” FBT through online, mobile and
video advertising.
 Paid Search - Drive B/T & L/T bookings. Expand
mobile PPC presence. Test new paid opportunities.
 M.com – maximize merchandising opportunities as
new capabilities are available. Leverage site-wide
retargeting campaigns.
 Mobile - create consumer validated mobile
experiences to differentiate SHS within portfolio.
 HWS – evolve imagery, floor plans and update voice
elements as needed to optimize sales efficiency of
brand and property pages.
METRICS
 Statistically significant lifts in
core messaging and key
perception metrics via in-market
research.
 Paid search revenue and return on
spend.
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NORTH AMERICA
CHANNEL /
ACCOUNTABILITY
Mobile – branded experience,
revenue, engagement.
HWS – property page standards
compliance, photography
updates, voice audit.
M.com – channel contribution,
share of merchandising voice.
 Expand successful ArtNight program to drive media
exposure and property pull-through.
 Promote HALO properties through press releases,
interviews and local events.
 Continue to leverage national survey.
 Media / consumer impressions for
each outreach initiative (UMVs)
 Number of successful PR
initiatives at portfolio and
property level.
 Target BTs with a Fall Direct Mail Points promotion
to drive incremental stays (similar to 2011).
 Utilize available tools (METT) to communicate brand
messaging.
 Further leverage SHS loyalists in MR database to
grow ambassador program. Plan email for Q1.
 Incremental revenue
 Connection membership
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2012 SPRINGHILL
Sponsorships /
Partnerships
Promotions
Social Media
Field Marketing /
Sales Support
PROGARM/ACTIVITY
 Leverage cross-brand partnerships related to BT and
PT brand goals including leisure, couples, small
business and group business initiatives.
 Explore sponsorships that have the ability to expand
and elevate key brand programs. Ex. ArtNight
sponsorship.
 Develop promotions that drive incremental BT
bookings by leveraging MR database and external
partners.
 Leverage promotional opportunities with AmEx
OPEN and other relevant partners.
METRICS
 Bookings/Incremental revenue
 Reach and conversion of target
sub-segments.
 Lift in leisure awareness &
consideration
NORTH AMERICA
CHANNEL /
ACCOUNTABILITY
 Bookings/incremental revenue
 Revenue growth through OPEN
 Expand ambassador program to further engage
brand loyalists and increase opportunities for
sharing of brand message through social channels.
 Leverage Facebook presence to drive new
engagement leading to increased consideration.
 Customer engagement and brand
advocacy. Conversation and Buzz.
 Connection membership and
sharing / reach of program.
 Facebook followers and
engagement.
 Develop new sales and marketing materials.
 Pull-through sponsorships and promotions onproperty
 Create a market share playbook
 Increase ArtNIght pull-through by continuing to
deliver tools for properties/
 BrandWorks utilization
 Pull-through of national programs
 Increase in media exposure for
individual properties
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